Theo Harvey

Passionate about Digital Health, Sports, and Pop Culture.
Change Agent
@synsormed
Straight outta ATL

[Theo Harvey @theoh]

Humbled to be one of 50 startups to receive $100K in non-dilutive capital as a part of the @GoogleStartups Black Founders Fund in the U.S. Huge congrats to @Mixtroz and @AccGenetics as well! #FundBlackFounders

[Theo Harvey @theoh]

After launch the vendor used email-only support; RPM tickets sat days. Downtime in remote care is clinical risk. Before signing, put in contract: SLA response time; phone escalation; urgent escalation path. How do you enforce SLAs?

[Theo Harvey @theoh]

Nurse manager: half the team's time is spent tracking changes. Not a tech issue—it's a comms gap. Before changes, leaders post two lines: what we decided and why, visible to staff. 5 min stops rumors, rebuilds trust. How do you keep teams aligned?

[Theo Harvey @theoh]

Clinics add telehealth but can't tell if it helps. Do this: export last month's visits & revenue, tag rows as in-person or telehealth, calc rev/visit and a rough margin. You get a telehealth P&L and staffing/pricing fixes. How do you track?

[Theo Harvey @theoh]

Nurse lead: 'Every Monday feels like catching up - I don't even know who's okay.' Remote care drains teams. At weekly huddles have everyone rate workload 1-10; low scores get a short check-in and small task shifts. Surfaces fixes before burnout.

[Theo Harvey @theoh]

I hear at clinics: nurses log off RPM at 9pm with notes piling. One partner blocked a 45m daily doc slot (one fewer patient). Within two weeks night work stopped, mornings sharper. Protecting time to close loops matters—how do you protect it?

[Theo Harvey @theoh]

Many clinics invest in telehealth but can't say which MIPS/ACO measures it affects. Simple fix: invite your pop-health or quality lead into a telehealth huddle to map visits to measures (BP control, depression screen, med rec). Who owns alignment?

[Theo Harvey @theoh]

Most clinics don’t know actual telehealth margins. A 10‑minute call + cost‑vs‑reimbursement check showed half their visits lost money. They shifted volume, prioritized better-paying payers and opened negotiations. Have you checked your payer rates?

[Theo Harvey @theoh]

Don’t trust vendor pro formas for RPM. Ask 3 vendors for sample financial models and compare assumptions to your data—patient volume, nurse capacity, engagement, reimbursement rules. That reveals true breakeven, avoids burnout. How do you model RPM?

[Theo Harvey @theoh]

Schedulers stuck in gray zones cause chaos. Simple fix: pick one common visit and set one clear rule - e.g. med checks = virtual unless clinical risk. Share it with schedulers; calendars calm, providers plan. Try it: pick your common low-risk visit.

[Theo Harvey @theoh]

Remote care programs often lose money when billing codes drift. Fix: make it someone's job. Block 15 minutes quarterly, subscribe to one reliable policy source, flag telehealth/RPM changes and share a single slide. Denials fall. How do you keep up?

[Theo Harvey @theoh]

Teams track visits but not whether they build a sustainable business. Block quarterly finance check-ins and update a short forecast (visits, avg revenue, and costs). A few checks reveal patterns and shift decisions. How do you keep finances visible?

[Theo Harvey @theoh]

A clinic traced rising RPM spend to mixed vendors, an old login that blocked a discount, and a quiet price hike. Fixing vendor visibility and restoring access freed budget for nurse hours. This happens in remote care — how do you keep visibility?

[Theo Harvey @theoh]

Telehealth often stacks onto clinic days, creating double-duty. Convert 1-2 in-person hours into a telehealth block for one provider - no net new visits. It reduces juggling and signals virtual replaces, not stacks. How do you schedule it?

[Theo Harvey @theoh]

Teams freeze on chest pain in telehealth because there's no shared rulebook. Create a 1-page emergency protocol: 3 decisions - call 911, send to urgent care, or convert to in-person. Print, review, store. How do you handle emergencies on video?

[Theo Harvey @theoh]

Clinical and billing drift in remote care costs real money. In one review 40 RPM visits produced 7 correct-care/mismatched-code claims—~$1,100 uncollected. A 10-minute lunch review of 5 encounters fixed the split. Do you build coding calibration into routine?

[Theo Harvey @theoh]

Clinics assume telehealth cuts overhead by instinct, not math. Itemize in-person costs - see what drops. You'll save facilities but incur digital costs (setup, support, platform, triage). A few hours with ops+finance clarified pricing. Gut or math?

[Theo Harvey @theoh]

Everyone assumes telehealth slashes overhead. Most clinics haven't counted line-by-line. Cleaning, front desk time, disposables, square footage often persist. We mapped each cost, estimated % saved, repriced visits and adjusted staffing. Do the math.

[Theo Harvey @theoh]

When clinics say they're evaluating remote care vendors I ask one question: what's your baseline? Often there isn't one. Pick a single metric—readings last month or average follow‑up time—then ask vendors: what will you improve and by when?

[Theo Harvey @theoh]

Remote care often starts in a storm - alerts, syncs, rising discharges. An RPM team (3 staff/120 pts) took a 3-hour no-alert morning: closed dashboards, built a triage checklist + backup plan. Fewer frantic pings, more control. How do you pause?

[Theo Harvey @theoh]

Vendor support isn't a tech issue—it's a vendor model issue. Before signing a remote-care contract ask: 1) SLA guaranteed response? 2) Email-only or phone support? 3) After-hours escalation? Predictability = safety. How do you ensure vendor SLAs?